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There is a saying about management that suggests some managers are so focussed on the details of a business, that when the Titanic was sinking those particular managers were still straightening chairs in the dining room. Whether we love ‘em or hate ‘em, managers are here to stay, and their job is fundamentally to manage the resources within an organisation for optimum efficiency and effectiveness, and by doing so to achieve the organisation’s goals. To help them do this they have the gift of authority and power over the organisation’s resources. Managers have a reputation for working with limited resources, and getting the most out of money, materials, time and people. And today we hear so much about global competition, and the need for creativity and innovation, that organisations need more than good management; they need inspirational and transformational leadership. And so we are presented with a conflict that, when handled well, can create a dynamic tension between order and chaos; or status quo and change. So if managing is about keeping things under control, leadership is about creating the climate or conditions for change. The challenge then, is to decide where you can be most effective and useful to your organisation – as a manager, a leader, or a subtle balance of both? As a manager: o Leaders will be planning to undo what you have under your control. o Employees who prefer structure and procedure are likely to perform well in your team and be easily motivated. o Employees who prefer autonomy, variety and change may seem awkward or distant to you and resist your attempts to motivate them. As a leader: o Managers may be cautious and/or suspicious of your unpredictability. o Employees who prefer structure and procedure may appear to have a limited range of capability and find it difficult to respond positively to new ideas. o Employees who prefer autonomy, variety and change are more likely to work well with you. As a manager / leader: o You may appear to others as inconsistent and/or unpredictable. o Without some consistency in your approach to situations you may find that people will not trust you. o Your success will require continuous communication for the need to innovate and improve whilst having systems and processes in place that work for both customer and company. o With a consistent approach, incorporating both structure and creativity, you will have an influence with people from both management and leadership ends of the working style continuum. Covert Hypnosis. - Be an expert at the skill of subtle unconscious communication for influencing others. Supervision Guide. - Guide of Supervision Organisations in the public domain in the Netherlands. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Provisioning/User Management System Upgrades: Part II – Building Awareness And Building Approval By Hallett German Somewhere in the world is a person who wants to see their provisioning/user management systems get a sorely needed upgrade. But they seem to be getting nowhere.The technical requirements are unarticulated. Key decisionmakers in the company are not aware this is needed. And the “project” is funded and without resources. How can someone who has the responsibility but not the authority get this upgrade to the next level?This article will provide practical guidelines on how to build awareness and … 2. Performance Expectations - 5 Tips and 5 Questions* People want to understand their role - they want to do well! So by being clear, really clear about what it expected of them, makes a big, big difference! And that improves performance as well as saving you time chasing others around to deliver what you want.5 Tips1. Be Clear - your people need to know what they are doing, both in terms of actions and the standards that you will be expecting. By being really clear, checking understanding and having it written down makes a big difference.2. Have … 3. How to Create a Positive Work Atmosphere By Garrett Coan Positive versus Negative WorkplacesWe have all worked in places where we grew to dread getting up in the morning, and a few of us have had the pleasure of working for a boss who makes us feel like we can do anything. Let’s take a look at the differences between a positive and a negative work environment.Signs of a Negative Work Environment• The boss is unfriendly.• The boss is critical.• There is high employee turnover.• There is low employee morale.• People watch the clock.• People don’t get … 4. Project Management - Time Estimates and Planning Accurate time estimation is a skill essential for good project management. It is important to get time estimates right for two main reasons: 1. Time estimates drive the setting of deadlines for delivery and planning of projects, and hence will impact on other peoples assessment of your reliability and competence as a project manager. 2. Time estimates often determine the pricing of contracts and hence the profitability of the contract /project in commercial terms. Often people underestimate the … |
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